Ownership is about taking the initiative to do the right thing. It’s about taking the bull by the horns, driving the process and not assuming it is someone else’s responsibility.

1. Remarks about Ownership
Collaboratori Teams

2. The Ladder of Ownership (1)
Level 1: Judging
You attend a meeting. You think to yourself, "Man, that meeting
really sucked."

3. The Ladder of Ownership (2)
Level 2: Gossiping
You message a colleague: "Did you also think that meeting
sucked?"
Colleague agrees. You feel validated.

4. The Ladder of Ownership (3)
Level 3: Giving Feedback
Feeling irked that this meeting was a waste of yours (and others')
time, you decide to answer the post-meeting survey. (Or, you shoot
a quick message to the organizer):
"Hey, wanted to share that I thought the meeting today was a 4/10."

5. The Ladder of Ownership (4)
Level 4: Giving Deep Feedback
Feedback is a gift, so you really want to help the organizer
understand why you thought the meeting sucked.
"Rating it 4/10 because...
a) too much time on known updates
b) not enough depth on the controversial decision
c) unclear action items"

6. The Ladder of Ownership (5)
Level 5: Collaborating
You’d hate to see more wasted time in meetings in the future so
you include some suggestions to the organizer.
"What do you think about trying the following?"
1) Doing updates via e-mail in the future
2) Summarizing who does what in the last 5 min

7. The Ladder of Ownership (6)
Level 6: Driving
You attend another meeting and it's starting to veer off course.
Except now, you feel you can help steer it back.
You say:
"I think most of us have the overall context, and we're eager to get
into Topic X since there are many views. Let's get into that?"

8. The Ladder of Ownership (7)
Level 7: Owning
You wonder how this meeting series can be amazing and
consistently a great use of everyone's time.
You volunteer to help the organizer plan and run the meetings.
("Yes please!") You gather suggestions from the team. You iterate.
Over time, it becomes amazing.

9. The Ladder of Ownership (8)
It takes 3 ingredients to keep leveling up the Ladder of Ownership
1) Confidence - that your opinions are good/useful
2) A mindset of agency - that you can create the change you want
to see
3) An empowering environment - where good, bottoms-up ideas
and action are rewarded
Source: https://twitter.com/joulee/status/1438212192164200450

10. Cambridge Dictionary definition
The fact that you own something.
The fact of taking responsibility for an idea or problem.
Source: OWNERSHIP - Cambridge Dictionary

11. Amazon definition
Leaders are owners. They think long term and don’t sacrifice
long-term value for short-term results. They act on behalf of the
entire company, beyond just their own team. They never say “that’s
not my job”.
Source: Amazon.jobs

12. Another definition
Ownership is about taking the initiative to do the right thing. It’s
about taking the bull by the horns, driving the process and not
assuming it is someone else’s responsibility.
Source: Ownership, Responsibility & Accountability

13. Taking Ownership
Taking ownership of a project doesn’t necessarily mean that you’re
managing a project. It certainly doesn’t mean you shouldn’t put
your trust in others. What it means is that you should care about
the outcome to the extent that you would care if you were the
owner of the organization. You should feel an obligation to the
results of the organization and act on items wherever required to
achieve those results.
Source: How To Build A Culture Of Ownership & Accountability

14. Taking Ownership of our work (1)
Owning the outcome of our work and doing whatever is necessary
to improve it - including listening to feedback and asking for help
when we need it.

15. Taking Ownership of our work (2)
How can we apply this?
● Make decisions to move projects forward independently. Don’t
wait for approval on every step.
● At the same time, understand the shared ownership of a
long-term vision and know when you need to bring things to the
team for discussion.
● Use feedback to improve and stay open to new ideas.
● Trust and rely on your teammates to do their jobs.
Source: Careers

16. Thanks for your time